David Robert
Co-CEO
david@loebleadership.com
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“It’s essential to meet the client where they are. I truly believe that if I can help organizations create extraordinary places to work, workers will bring that gratitude back to their relationships, families and communities.”
Meet David Robert
David Robert is the Co-Chief Executive Officer for Loeb Leadership. David brings over 20 years of experience as a thought leader in the areas of learning and development, change management and workplace culture to the Loeb Leadership team; leading client engagements around building high performing, high trust workplace cultures. During these engagements, David works with leaders to challenge their perspective on what it means to lead while also preparing them to foster and protect the future they want for their organization.
David has held both internal and external consulting positions at companies across several industries and is the former CEO of Great Place to Work (Middle East). In addition to having complete P&L responsibility for the organization, David led the expansion of GPTW across the Middle East by partnering with hundreds of organizations to create high-trust, collaborative cultures that set the regional benchmark for all great workplaces. David also led an executive strategy network, which brought together C-level leaders across the Middle East with the purpose of conducting research, sharing insights and working together to solve common challenges. David had a monthly leadership column with the Kipp Report and has appeared on several television and radio programs, including CNBC Arabia.
Previously, David worked with Blue Cross and Blue Shield as Director of Change Management. In that role, he was responsible for the overall people and culture strategy of the organization. David spent considerable time with the senior leadership team to align their behavior around a shared aspirational culture, while also helping to embed that vision into employee touchpoints such as recruitment, learning & development, and performance management. In addition, David worked for several technology companies where he designed and implemented learning and development programs.
David’s consulting experience spans nearly every industry and many continents. He has worked extensively with companies in the healthcare, legal, retail, technology and hospitality industries, as well as with companies in North America, Europe, Asia/Pacific and Africa. Specifically, he has worked with DHL, Microsoft, PepsiCo, Ericsson, General Electric, Marriott, Blue Cross and Blue Shield, and many legal firms. Much of David’s recent work has focused on workplace culture assessments and analysis, organizational design consulting, and leadership development. And, David continues to be invited to speak to senior leadership teams about LGBTQ+ issues in the workplace.
David is currently a visiting lecturer in the Center for Leadership at the University of Dayton.
MEMBERSHIPS, ASSOCIATIONS, + CERTIFICATIONS
ACOS, Vice Chair, 12 years
Best Companies Group, Board Member, 13 years
Honors + Awards
Distinguished HR Strategy Consultant, Emirates NDB, 2014
Areas of Expertise
Big-picture talent development strategy
Curriculum development
Workplace culture
Diversity, equity and inclusion
Education
Cornell University, 2020 – Strategic Human Resources Leadership Certification
Johnson & Wales University, 2012 – MBA, Organizational Development
University of Massachusetts Amherst, 1994 – BA, English
PRESENTATIONS + PUBLICATIONS
Getting Succession Planning Right, Association of Legal Administrators – Capital Chapter, Washington D.C., 2017
High-Trust Leadership, Great Place to Work Conference, Dubai, 2014
The Importance of High-Trust Culture, Jewish Federation of North America, 2018
How COVID Has Changed Us: Rethinking the Return to Work, 2020
I Quit: Likely the Most Uttered Phrase at Workplaces Right Now, 2021
Experience
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Issue: 5 hospitals were merging all with different cultures. CEO was concerned about attrition.
Our Approach: Conducted listening sessions across all hospitals. Identified non-negotiables from employee perspective as well as opportunities to offer a more compelling workplace culture.
Outcome: Merger was completed with less than average voluntary turnover of staff and no turnover of physicians.
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Issue: Chief Strategy Officer sought a long-term dynamic learning journey for a cohort of skeptical partners to prepare them to support and groom the next generation of leaders.
Our Approach: We designed a program that blended traditional knowledge transfer, group coaching, and individual coaching.
Outcome: Program successfully completed with significantly high engagement and satisfaction, marked improvement in leadership presence among the cohort, and the identification of a business/market objective for each.
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Issue: Client was seeking foundational skills training for its legal administrators. Due to heavy workloads, the training had to be exclusively online and could not require more than 1-2 hours per week.
Our Approach: We designed an eLearning program that was comprised of six courses that were relevant to the cohort’s role. The content was self-driven with an assigned virtual coach to help people navigate through the program.
Outcome: The client was able to offer top-notch, relevant training to over 100 legal administrators for less than a third of the cost of in-person training. At the sixth month evaluation, the client reporting a noticeable difference in the administrators’ ability to manage conflict and stress.
Q+A With David Robert
What are a couple of your biggest successes?
I don’t really think about my work in terms of “successes” because I appreciate that success is a journey and not necessarily an endpoint. For example, I led a consulting team at a Fortune 50 company whose goal was to be recognized as a global best workplace. This was an incredibly complex and challenging engagement as the company had 45,000 employees in 60 countries. However, we were able make significant progress on the organization’s culture and eventually the company achieved a ranking of #6 on the 25 Best Global Companies list.
What unique perspective do you bring to your practice?
I feel I offer a pragmatic, easy-to-understand approach to both talent and culture strategy. When something is clear, it’s less intimidating and therefore easier to implement. I’ve also held many complex roles in a variety of business, which has heightened my empathy for business leaders who are trying to solve dynamic talent issues.
Describe major career/life decisions that led you to your current role. How have these experiences shaped the way you engage with clients?
I worked on a learning & development team in-house for many years before being offered a regional CEO position at Great Place to Work.